Faculty HiringUW ADVANCE

Spring Quarterly Leadership WorkshopJune 4, 2015

AGENDA

10:00 – 10:10 Introductions and Welcome10:10 – 11:00 Faculty Hiring Panel and Q&A11:00 – 12:00 Sounding Boards Activity12:00 – 12:05 Conclusion and Evaluations12:05 – 12:30 Networking Lunch

INTRODUCTIONS & WELCOME

PANEL AND Q&A

Topics and Panelists• Faculty Hiring Negotiations with Dean Michael

Bragg, College of Engineering

• Start up Packages with Dept. Chair and Professor Paul Hopkins, Chemistry

• Dual Career Scenarios with Dean Jim Jiambalvo, Foster School of Business

• Bias in Evaluation Education Faculty Senate Resolution with Dr. Norma Rodriguez, Director, Office for Faculty Advancement

6

Faculty Hiring Negotiations

Mike Bragg

June 4, 2015

7

Philosophy

• Know what your objective is for the negotiation. Is it to hire this candidate or make your department better?

• One negotiator and lots of support

• Don’t put yourself in the position that you can’t afford to fail.

• Remember – they want a job as much as you want to hire them

• Play to our many strengths

• “No good deed goes unpunished.”

M. Bragg

8

Be Prepared

• Know what salary and startup options you have and are prepared to offer.

• Know your current department.

• If they are already employed, know their current salary and lab situation.

• What are space options and existing equipment, and facilities to leverage.

M. Bragg

9

Startup

• I want to supply what they need to be successful.

• Want is not the same as need.

• Don’t have to supply everything they want.

• Shared resources are good!

• Senior hires often want bigger startups and need them less (should only hire senior faculty that bring in resources quickly.)

M. Bragg

10

Salary

• Know department/college/competition pay scales

• Handle compression issues

• Make an offer and give yourself some room to negotiate (you can always increase even if they don’t ask!)

• Most people will respect your need to treat existing faculty fairly M. Bragg

11

Space

• Provide what they need, not want.

• Avoid too many specifics.

• Everything has an end date and reverts to space planning process.

M. Bragg

12

Final Thoughts

• Make this negotiation top priority for you and your staff.

• Negotiations tell you a lot about how this person will be to work with.

• Sometimes not hiring someone is the best outcome.

• Don’t punish a poor negotiator – we want them to be successful.

• Be creative, but assume everyone sees the offer letter.

M. Bragg

NEW FACULTY START-UP PACKAGES

Paul HopkinsChemistry

June 4, 2015

P. Hopkins

WHY IS IT NEEDED?

• Your new colleague’s research war chest• Can impact trajectory for career

June 4, 2015 Start-Up Packages 14P. Hopkins

IMPACT ON ACCEPTANCE?

• Important, but not the only thing…• Salary• Quality/Reputation of Department, Institution• Goodness of Fit• City/Region

• Why not set the steepest positive trajectory you can afford?

June 4, 2015 Start-Up Packages 15P. Hopkins

HOW MUCH?

• Time dependent• ~$300K (1995) ~$1.1M (2015)

• How much does the candidate believe he/she needs?• This becomes less relevant in a competition

• What is the market rate?• Ask peer schools• Ask candidates• Surveys

June 4, 2015 Start-Up Packages 16

~7%/year

P. Hopkins

OPTIMIZING YOUR OFFERON A BUDGET

1. Document local advantages for research• Local RRF• Local subsidies (instrument use, staffing)• Local fellowships• Indirect cost return• TA positions• Cost of a student, post-doc• Teaching load or support

June 4, 2015 Start-Up Packages 17P. Hopkins

OPTIMIZING YOUR OFFERON A BUDGET (CONT’D)

2. No deadline to spend3. Provide a lump sum (not categories)4. Offer contingent additional allocations

• Pay for large equipment if proposal fails• Add a new tranche if original allocation depleted

before a major grant comes in

June 4, 2015 Start-Up Packages 18P. Hopkins

WHERE TO FIND THE FUNDS

• Educate your Dean, Provost concerning market rates

• Everyone needs to budget for it

June 4, 2015 Start-Up Packages 19P. Hopkins

Jim Jiambalvo, DeanKirby L. Cramer Chair in Business Administration

Faculty Hiring

Dual Career Hiring10:00 – 12:30 Thursday, June 4, 2015Samuel E. Kelly Ethnic Cultural CenterUnity Room (104-106)

21

The landscape

• 36% of American professoriate are academic couples

• 38% of academic couples work in same department

• 88% of couples hired indicated they would have refused the position if both were not hired

Source: The Clayman Institute for Gender Research (2008)

J. Jiambalvo

22

Opportunities and ChallengesOpportunities

• If you’re good at it, you can win big

• We have UW Seattle, Tacoma, Bothell, Seattle Univ., Seattle Pacific

• Provost’s office may help with funding if critical situation

Challenges

• UW Seattle departments have (appropriately) high standards

• Helps (a lot) to provide financial support to unit hiring partner

• Partners in same department can be a challenge in merit reviews and promotions

J. Jiambalvo

23

Recommendations

• Don’t shy away from a dual career situation

• Contact your dean for help

• Have your dean contact the Provost’s office

• Consider helping find satisfying jobs outside of academe

• Keep the process moving

J. Jiambalvo

24

Experience at Foster

• Great couple hired in Accounting

• Great hire in Finance with partner at Bothell

• Great hire in Marketing with partner at Tacoma (following UW PhD)

• Great hire in Marketing with partner at Amazon research

• Hired couple, divorced, married another faculty member…

J. Jiambalvo

25

Questions and comments?

J. Jiambalvo

NORMA RODRIGUEZDIRECTOROFFICE FOR FACULTY ADVANCEMENT

SMALL GROUP ACTIVITY

Faculty Hiring Sounding Boards

• Get into groups of 4-5• Identify timekeeper for your group• Each person gets 10 minutes to work on a

Faculty Hiring issue. Timekeeper give warning when 1 minute left.– Describe issue. Share what you’ve tried already.– Specify type of feedback wanted.– Peers ask clarifying questions and offer feedback. – Make a contract at the end of your time to take

action related to issue and include timeframe.

CONCLUSION AND EVALUATIONS

NETWORKING LUNCH